Performance Management

IUA HR Conference 2013Doreen Gerety

Snr Director HR & L&D, Alkermes Pharma Irl. Ltd.

Vice Chair CIPD Ireland

“I Think you must have sent this to me by mistake – I don’t do Performance Management”!!!!

Definitions of..

“Performance management is a process for establishing a shared understanding about what is to be achieved and how it

is to be achieved and an approach to managing people which increases the probability of achieving job related success”

Hartle 1995

Definitions of..

“..a means of getting better results from the organisation, teams, and individuals within an agreed framework of planned goals, objectives and standards”

Armstrong 1994

Plenty of others….

However when it all boils down it is really about the way we engage with and manage people!

Think about it – it’s not rocket science

But it is important!

Best experience …For me..

The most profound effect … Intel … start up

Very supportive manager Constantly coaching and reassuring Always insisting that I could do it… Even when I knew I couldn’t Didn’t feel like performance

management – just positive conversations

Your best Experience….

Take a few minutes … link up with the person beside you…

2-3 minutes each …

Can you recall one of the best bosses / managers you have ever had?

What were the attributes of that relationship?

What was Performance Management like?

What sort of words did you hear / use? Supportive Coaching Mentoring Respect Clear expectations Relationship Clarity of Goals SMART Objectives

How can I help? What are the

barriers preventing you from…

Human Interaction

“The impact is determined by the quality of

the Human Interaction, NOT the documentation”

General Electric

The power of expectations..

“Treat a man as he is and he will remain as he is. Treat a man as he can and should be and he will become as he can and should be.”

Stephen R. Covey, The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change

Pygmalion Effect

Introduction to a phenomenon on performance which is basic, but intriguing

Who was Pygmalion?

Pygmalion - (Greek mythology) a king who created a statue of a woman and fell in love with it; Aphrodite brought the sculpture to life as Galatea

Managing the Power of Expectation

"The way managers treat their subordinates

is subtly influenced by what they expect of

them,"

The Pygmalion effect -J. Sterling Livingston in the September/October, 1988 Harvard Business

Review.

Pygmalion

Play You Tube.. https://www.youtube.com/watch?v=EjbL7zW-Wig

“The Pygmalion Effect and the Power ofPower of Positive Expectations”

Managing the Power of Expectation

Our expectations come true. We communicate

expectations to others

We form expectations

Our expectations are picked up by the recipient

The four factors:-• Climate• Input• Output• Feedback

Factors

Climate – how we set the climate for Performance and other discussions – warm, inviting, supportive or cold, tense, aggressive

Input – how much time we afford the employee, present in the moment or rushing to answer phones, being disrupted etc.

Factors

Output – how much time we give to the employee to provide their perspective and to actively listen to what is being said

Feedback – how we give feedback, coaching, supportive or critical, aggressive and harsh

Principles…

Every supervisor has expectations of the people who report to him / her

Supervisors communicate these expectations consciously or unconsciously.

People pick up on, or consciously or unconsciously read these expectations from their supervisor.

People perform in ways that are consistent with the expectations they have picked up on from the supervisor.

Why not think about… Provide opportunities for the employee to

experience increasingly challenging assignments. Enable the employee to participate in potentially

successful projects that bring continuous improvement to the workplace.

Provide one-to-one coaching with the employee. This coaching should emphasize improving what the employee does well rather than focusing on the employee's weaknesses.

Provide developmental opportunities that reflect what the employee is interested in learning.

Why not think about…

Assign a successful senior employee to play a developmental

mentoring role with the employee.

Hold frequent, positive verbal interactions with the employee and

communicate consistently your firm belief in the employee's ability

to perform the job. Keep feedback positive and developmental where

possible.

Make sure the employee is receiving consistent messages from other

supervisory personnel. How you speak to others about employees

powerfully moulds their opinions.

Project your sincere commitment to the employee's success and

ongoing development.

Changing Culture

Some of the recent changes we have made …

Focus on building relationships Through 1:1 meetings Held at least once per month Focused on Job, individual, personal

development

Gallup Poll Q 12

1. I know what is expected of me at work2. I have the materials and equipment I need to

do my work right3. At work I have the opportunity to do what I do

best every day4. In the last 7 days I have received recognition

or praise for doing good work5. My supervisor or someone at work seems to

care about me as a person6. There is someone at work who cares about

my development

Gallup Poll Q 12

7. At work my opinion seems to count8. The mission or purpose of my company makes me feel my job is important9. My associates or fellow employees are

committed to doing quality work10. I have a best friend at work11. In the last 6 months someone at work has

talked to me about my progress12. This last year, I have had opportunities at

work to learn and grow

The true question

How many of our employees can answer these questions positively?

How many of us can answer them positively for ourselves?

The Question is..

What can I do to make work and performance a positive experience?

Thank you for your attention

Questions..